Dynamic Energy Wares (DEW) manufactures and distributes products that are used to save energy and to help reduce and reverse the harmful environmental effects of atmospheric pollutants. DEW relies on a relatively complex distribution system to get the products to its customers. Large companies, which account for nearly 30 percent of the firms total sales, purchase directly from DEW. Smaller companies and retailers that sell to individuals are required to make their purchases from one of the 50 independent distributors that are contractually obligated to exclusively sell DEWs products. DEWs accountants have just finished the firms financial statements for the third quarter of the fiscal year, which ended three weeks ago. The results are terrible. Profits are down 30 percent from this time last year, when a downturn in sales began. Profits are depressed primarily because DEW continues to lose market share to a competitor that entered the field nearly two years ago. Senior management has decided that it needs to take action to boost sales in the fourth quarter so that year-end profits will be more acceptable. Starting immediately, DEW will (1) eliminate all direct sales, which means that large companies must purchase products from DEWs distributors just as the smaller companies and retailers do, (2) require distributors to maintain certain minimum inventory levels, which are much higher than previous levels, and (3) form a task force to study and propose ways that the firm can recapture its lost market share. The financial manager, who is your boss, has asked you to attend a hastily called meeting of DEWs distributors to announce the implementation of these operational changes. At the meeting, the distributors will be informed that they must increase inventory to the required minimum level before the end of DEWs current fiscal year or face losing the distributorship. According to your boss, the reason for this requirement is to ensure that distributors can meet the increased demand they will face when the large companies are no longer permitted to purchase directly from DEW. The sales forecast you have been developing over the past few months, however, indicates that distributors sales are expected to decline by almost 10 percent during the next year. As a consequence, the added inventories might be extremely burdensome to the distributors. When you approached your boss to discuss this potential problem, she said, Tell the distributors not to worry! We wont require payment for six months, and any additional inventory that remains unsold after nine months can be returned. But they must take delivery of the inventory within the next two months. It appears that the actions implemented by DEW will produce favorable year-end sales results for the current fiscal year. Do you agree with the decisions made by DEWs senior management? Will you be comfortable announcing the changes to DEWs distributors? How would you respond to a distributor who says the following: DEW doesnt care about us. The company just wants to look good, no matter who gets hurt. Thats unethical.